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In today’s increasingly competitive financial services industry, member profitability has become a vital topic. Accompanying this growing interest has been the challenge of developing and interpreting member profitability data and information.

For over 30 years, an MCIF system was the marketer’s “power tool”, but it never became a real resource for others in the C-suite. Such systems couldn’t answer complex growth questions or shape strategic decisions. That’s all changing quickly.

In today’s increasingly competitive financial services industry, member profitability has become a vital topic. Accompanying this growing interest has been the challenge of developing and interpreting member profitability data and information.

Last fall, The Wall Street Journal spoke with two e-Commerce-driven retail brands, Warby Parker and Bonobos, about their expansion into physical locations as showrooms for their products. Both brands see a future that includes more brick-and-mortar locations.

Despite the recent transformation of financial services branches as digital services explode, the need to differentiate the essence of your brand and communicate relevant product solutions remains vital to user experience consistency and revenue creation at the point of sale.

They know how people bank, borrow, save, transact and live their financial lives. But most organizations have limited ideas about how to harness that data, build strategies around it and use it to shape future performance. Thus more than ever, it pays to focus on this truth: Data and analytics generated by the customer provide a valuable blueprint for how to engage that customer in the future.

Passion and purpose inspired Johnnie Walker, a scotch whiskey maker, to introduce “Jane Walker” to its product line—a symbol of its commitment to progress and gender equality. They further backed this talk with a promise to donate $1 to gender equality focused organizations.

First impressions are important. From a first date, to trying a new restaurant, one lousy encounter can be the deal breaker for a second chance. This same logic goes for a company’s online experience—a bad user experience, especially on the first engagement, can negatively impact the company’s retention rate.